Truck lines navigated through a multitude of challenges in 2020, among them Covid, skyrocketing insurance rates, new regulations, and an ever-crumbling infrastructure. Rebuilding the driver workforce remains the toughest.
Gary Frantz is a contributing editor for DC Velocity and its sister publication CSCMP's Supply Chain Quarterly, and a veteran communications executive with more than 30 years of experience in the transportation and logistics industries. He's served as communications director and strategic media relations counselor for companies including XPO Logistics, Con-way, Menlo Logistics, GT Nexus, Circle International Group, and Consolidated Freightways. Gary is currently principal of GNF Communications LLC, a consultancy providing freelance writing, editorial and media strategy services. He's a proud graduate of the Journalism program at California State University–Chico.
The year 2020 presented many defining moments—and unprecedented challenges—for the trucking industry. The last vestiges of the old paper logbooks finally disappeared as trucks nationwide upgraded to standardized electronic logging devices. Drivers and fleets adjusted to new hours-of-service rules regulating how long they could drive, when to take rest breaks, and when to shut down for the night (or day). States increased tolls and fees. Rising insurance rates and “nuclear verdicts” drove some carriers out of business. Congestion and a crumbling national infrastructure made the job that much tougher.
Then the pandemic hit, further roiling the industry but also shining a well-deserved spotlight on truckers as heroes of the supply chain, stepping up to ensure medical supplies, equipment, and essential goods continued to be delivered during the public health crisis.
Through it all, one fundamental question continued to dog the industry: Where are the drivers? Once again in 2020, trucking saw more experienced, veteran drivers call it a career, exacerbating a shrinking driver pool as far fewer younger men and women entered the profession to replace the retirees. Covid-19 also played a part. In exit interviews, some older at-risk drivers cited worries about the job’s exposure to the public amid rising infection rates, while others left the business to care for family members or relatives who had contracted the virus.
FINDING TOMORROW’S DRIVERS
What can shippers and motor carriers expect as they navigate through 2021? Many of the same challenges from last year, with reinvigorating the driver workforce at the top of the list.
For truck lines to be able to provide sufficient capacity to meet the market’s continued demand, it’s all about getting more professional drivers behind the wheel, notes Greg Orr, executive vice president of U.S. truckload for TFI International. Retention and making sure drivers are utilized efficiently and are paid for every hour they work and mile they drive are the key priorities, he notes.
At Joplin, Missouri-based CFI, a TFI truckload subsidiary with some 2,150 trucks, 7,300 trailers, and 2,300 drivers, “we’re really focused on the driver experience, giving them support at all times, reducing downtime, and keeping them moving,” Orr says.
With new recruits, CFI has adopted what Orr calls a “white glove” service, essentially an aggressive orientation program “designed to create a positive experience for the new driver, with constant engagement to ensure they’re developing successfully. It’s like a concierge service,” he notes, adding that new recruits spend their first 90 days on the road with an experienced driver as a mentor.
A similar program of outreach, support, and communication is in place for current drivers as well. The focus (along with competitive pay): keep them engaged and connected; recognize, and help them overcome, the challenges of the job; and most importantly, show them respect and appreciation for the work they do. The result: CFI’s turnover ratio is down 15 percentage points from last year.
Demand for freight trucking services soared in the second half of 2020 and will likely continue strong through most of 2021, Orr believes. “We are starting the day with 105% to 115% [of available capacity] pre-booked,” he notes, adding that in the current market, CFI is rejecting more than 400 loads a day for lack of capacity. “There’s a ton of freight coming in from the ports and from [domestic] manufacturing. This will ultimately challenge a lot of distribution networks.”
IS PAY BY THE MILE BECOMING OBSOLETE?
Average length of haul (read available pay miles) is decreasing for truckload carriers as e-commerce–influenced distribution networks shrink point-to-point moves and become more regional in design, with more smaller warehouses sited closer to each other and end-users. That’s raising the question of whether the industry’s traditional model of pay by the mile for most truckload driver earnings needs to be changed or perhaps blended with other forms of pay.
“Pay is market driven. You have to be competitive,” says Todd Jadin, vice president of talent management and employee relations for Green Bay, Wisconsin-based Schneider Inc., one of the nation’s largest truckload carriers. “Time is such a key component of a truck driver’s day. We have to look at ways to deal with time and distance components,” he says. “How do you align those to make sure you’re giving the driver a market-competitive wage?”
Moves toward salary pay, daily rates, and guaranteed pay are finding increased traction among some carriers. The most important factor, Jadin believes, is “providing a predictable work schedule” with commensurate predictability in pay. “Take out the variability where possible,” he advises, and build “good, solid, respectful relationships with drivers.” Jadin expects driver pay to stay on an upward trend in 2021, adding that “you will continue to see innovative and unique ways to address driver pay.”
Can a truckload carrier fully switch its drivers from mileage pay to salary? For Ed Nagle, president and chief executive officer of Walbridge, Ohio-based Nagle Companies, the answer is yes. “We are an irregular-route carrier that runs a fair amount of multistop loads in the refrigerated sector,” which, he explains, is one of the least driver-friendly segments of the market.
In Nagle’s business, detention—primarily at consignees’ facilities—is a huge problem. Drivers might have had three to five stops per load but because of shippers missing their appointments and unloading delays, they were experiencing 15 to 20 hours a week of wasted time and excess detention, he says. Under the mileage pay structure, drivers earned a bonus over 2,000 miles a week—yet were penalized for delays not of their doing. “Drivers felt pressure to get those miles in even with the [excessive] detention. We were losing drivers, and the general mood among drivers was not the best,” he recalled.
Nagle made the decision in 2017 to move his drivers to salary pay—and hasn’t looked back. He switched to a model based on linehaul revenue per truck per week. “Most of our major costs were [relatively] fixed, so whether it was 250 miles or 450 miles, that truck had to generate a certain amount of revenue per day. It was on us [the management team] to convey that to our customers,” which also led to conversations on how to reduce excess detention.
Today, new drivers at Nagle start with a base salary of $1,400 a week and within six months, depending on performance, can earn an increase to $1,500 a week. They can also qualify for safety and fuel-efficiency bonuses of up to $4,400 per year.
Four years on, Nagle has no regrets about his decision. “More than anything else what our drivers love most about the salary is the financial predictability,” he says, noting that the move brings his company’s pay practices more in step with other industries. “What other professional has a 20% swing in their weekly paycheck based on mileage or when the paperwork was received?”
BUILDING A BASE
In addition to rethinking pay practices, carriers have had to get creative in their recruitment strategies, particularly when it comes to millennials. “It’s been challenging bringing new blood back into the truck driving industry,” says Dave Bates, senior vice president, operations for less-than-truckload (LTL) carrier Old Dominion Freight Line (ODFL). “Seems these younger kids don’t want the manual labor-type work. … They don’t like the look of driving a truck. They’d rather have a computer-based job.”
That hasn’t stopped Thomasville, North Carolina-based ODFL from doubling down on its in-house driving training schools to refresh and grow its driver workforce. The schools draw primarily from ODFL dock workers, who, if they express an interest and are a good cultural fit, are invited to attend the school. The program consists of classroom and behind-the-wheel instruction, leading to a commercial driver’s license exam, which, if passed, enables them to join the ranks of professional LTL drivers—with a significant increase in pay.
The company currently has about 150 students in training and another 100 candidates ready to start, Bates notes. In this market, Bates has found that to acquire new drivers, “we are basically going to have to build them ourselves.” He adds that for already-experienced driver applicants, “[knowing how to] drive a truck will get you in the door for an interview; the hard part is proving you have what it takes to be an ODFL driver and that you fit our culture. That’s the most important thing to us.”
ODFL and other LTL carriers have one recruiting advantage over their truckload counterparts in that the LTL model allows drivers to be home every night and sleep in their own bed, Bates notes. Yet it is still a physically and mentally challenging job, where drivers might bump 15 to 20 customer docks a day.
Bates says ODFL’s focus has been on ensuring competitive, market-based wages, increasing about 3.5%, on average, a year since 2009, as well as sweetening other parts of the total compensation package. “We try to do something to improve the package every year,” he says, noting that in 2020 that included adding two holidays and increasing the company contribution to employee 401(k) accounts.
He added that during the initial surge of Covid-19, the work environment became that much more challenging as shippers, fearing the virus’s spread, would not let drivers enter offices or use break rooms or bathroom facilities. In some cases, wait times also became extended, with drivers having to wait in line over six hours to make deliveries to some big-box retailers.
Over the intervening months, however, instances of drivers being denied basic amenities at shippers’ docks abated. Businesses mostly worked out the kinks of their Covid safety protocols, use of personal protective equipment (PPE) became widespread, and both shippers and drivers became more comfortable with the new environment of personal hygiene, masking, social distancing, and no-touch deliveries.
IT’S STILL ABOUT THE MONEY
John Luciani, chief operating officer for LTL solutions at West Chester, Pennsylvania-based truck line A. Duie Pyle, echoes the basic point being made consistently by many trucking executives. “The industry across the board has to find ways to increase driver pay. That’s one sure thing that will attract more [people] to the industry,” he says, noting that in addition to competitive wages and benefits, Pyle also provides a career path by developing some of its own drivers through its “driving academy.”
With turnover under 10%, A. Duie Pyle considers employee engagement and retention practices a function of its culture and one of its strong suits. Yearly adjustments to its compensation package help support strong new-hire rates as well. In addition to a market-competitive annual pay increase, the company last year shortened its LTL wage progression to top pay from two years to six months. “That’s especially helped with recruiting experienced drivers that worked at other carriers and were reluctant to walk away from top scale they were earning there,” he notes.
Luciani added as well that one sometimes overlooked factor in driver retention is the type of freight you haul. “It’s an opportunity cost” as well as an employee satisfaction factor, he says. “We focus as much on what we don’t put on the truck as what we do,” he adds, noting that the freight that’s the most difficult for the driver to handle is often the costliest to service as well. It’s a “quality of the work” issue that when properly managed, can ensure higher profitability and happier drivers.
At the end of the day, higher pay, respect for their skill and perseverance, and recognizing professional drivers for their value to a working economy will tip the scales. That also means that shippers will have to do their part by partnering with their carriers to eliminate detention time that results in money-costing delays.
PAYING THE “RIGHT PRICE”
Despite carriers’ efforts, the compensation issue continues to bedevil the industry. “Driver pay is still lower than it needs to be,” observes Jeremy Reymer, president of Driver Reach, which provides recruiting and compliance software to trucking firms, noting “they only have so much capacity to earn in a given day or week.”
Satish Jindel, president of research firm SJ Consulting Group, agrees. Asked about the trucking industry’s ongoing labor challenges, Jindel says the issue isn’t a shortage of drivers; it’s an issue of an industry’s “not paying the right price” to attract qualified drivers. “No one else in our society can really understand the quality-of-life issues these warriors on the road experience every day,” he says. “Every minute they have to be alert. No other job requires that level of concentration. If the industry paid what people are willing to drive for, we wouldn’t have a shortage.”
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."